Challenges of strategy implementation at JHPIEGO Corporation Kenya

Abstract

Once excellent strategies are formulated, they must be effectively and efficiently translated into action. Strategy implementation is the most vital phase of strategic planning process. It is perceived to be difficult, tougher and more time-consuming than strategy formulation as it involves management of people and processes. Effective implementation should, therefore, begin at strategy formulation. Challenges in strategy implementation are often a result of a misfit between strategy and the McKinsey 7-S variables, namely, structure, strategy, staff, style, systems, skills, and shared values. Successful implementation requires a fit between chosen strategy and the key success factors which include organizational skills and capabilities; organization structure; reward systems and incentives; policies and procedures; information systems and controls; budgets and resource allocation; and organizational culture (Thompson, Strickland and Gamble, 2008). This study sought to determine the challenges faced by Jhpiego Kenya during the strategy implementation process. Primary data was collected through personal interviews with senior and middle-level managers with the aid of an interview guide (Appendix II). The data collected was analyzed qualitatively through content analysis. The findings revealed that challenges faced during implementation emanated from both internal and external sources. Externally, the donors and the government were found to have the great impact on implementation of strategies at Jhpiego. Internally, inadequate human resources and ineffective rewards and incentives were identified as the most influential factors. It is apparent that successful strategy implementation will largely be determined by how managers of NGOs in the Kenya health sector adapt and align their strategies to changes in both the internal and external environment.